Employees Turnover at Convergys Baguio Philippines

Convergys entered Baguio in 2004 and by 2012, the company had already established 18 call centers with over 26,000 employees, a milestone that earned the subsidiary BPO (business process outsourcing) employer of the year award (ABS-CBN News, 2012). Thus, Convergys Baguio, the country's biggest private employer, has established itself as a market leader in the Philippines providing consummate services to its clients. However, despite Convergys Baguio establishing itself as the dream employer to many young professionals in the Philippines, it has in the recent years experienced high employee turnover. The management's efforts to its reputation as the best employer have been dealt a big blow by this downing statistics. Thus, it is important for the company to understand why its employees are leaving in large numbers so as to come up with corrective measures that would ensure organizational continuity.

Park and Shaw (2013) argue that work-life balance is one of the major causes of labor turnover. With the increasing economic pressures, many organizations increasingly demand a lot from their employees as organizations restructure or downsize (Jiang et al. Due to the increased workload, employees are forced to choose between their work and personal life. Hausknecht and Holwerda (2013) contents that this does not sit well with the current relatively young workforce especially when both spouses have formal jobs. Thus a number of Convergys Baguio employees have reported stress because of the night shift and lack of sleep AlBattat and Som (2013) reveal that a significant number of the workforce feel undervalued. According to a study by Call et al. (2015), approximately 25% of employees will happily quit their jobs for a 10% raise.

AlBattat and Som (2013) add that employees will always know if the business is doing well or not. They expect to share in the fruits of their labor. Many organizations will give their employees bonuses as an appreciation for their work. However, Soltis et al. (2014) suggest that some employees may leave not because there is lack of growth opportunities but just because they are bored with their current job and just want a change of the profession. Thus, employees may quit just to look for greener pastures elsewhere even when they are offered a promotion within the organization. Convergys Baggio has fallen victim, in that there are employees who feel that they have been working at the form long enough but then they are not being promoted and thus they would rather look for greener pastures elsewhere.

Poor management also plays a vital role in employee turnover. Their direct supervisors may be understanding, relates well to them, and listens to their opinions. However, the top management may not involve them in the decision-making process resulting in unpopular policy changes. Saridakis and Cooper, (2016) agree that employees do not need to be micromanaged but instead be given the freedom to make decisions. Involving employees in decision-making gives them a sense of ownership where they feel that they are important to their organization which translates into motivation and commitment to the cause. Therefore, Park and Shaw, (2013), concludes that employee involvement in decision-making makes them accept responsibilities and embrace the changes with pride of ownership. The final question will address the importance of work-life balance and how it affects employee turnover if not well addressed.

There is no shortage of studies on work-life life balance. The general agreement is that employees should be accorded enough personal time away from work. Many employees agree that it does not matter how much amount of money they are being paid for their services, without enough personal time, they will ultimately feel unhappy and may be willing to take a pay-cut for extra personal time. Thus it will be interesting to explore, how work-life balance intersects with compensation in employees’ decision to quit an organization. Simply, snowballing makes it possible to conduct a study that would otherwise be impossible due to lack of participants. Thus snowballing is appropriate in this study because the research is only limited to a small group of the population, that is, only employees who have left Convergys Baguio in the past 5 years.

Sample Size Determining an appropriate sample size has always been an issue of contention in qualitative studies. Patton (2002) contents that the sample should be increased until saturation is achieved where saturation is a point when enough evidence has been gathered to make conclusions on the research questions. Guest et al. The next step involves coding or labeling of the whole transcript which is followed by searching for preliminary themes that have broader meaning from the coded data. The next step is to review the identified themes to ensure that they fit the data. This is followed by naming and describing the final themes arrived at. The last step is the writing up the final report which is a coherent narrative of the study and contains some of the important quotes from the interviews.

Timeframe The estimated time for this study until the final report has been completed is 2 months. All these factors ultimately have an adverse effect on a business's bottom line. It is, therefore, vital for an organization to ensure that employee turnover is as low as possible. However, the challenge for many organizations is to find out the specific factors that make people opt to leave the organization. This is because employees leave organizations for any of the many of reasons for employee turnover. These reasons include unhappiness with the current position, offer of a better job elsewhere, interest in a new profession or passion, and unhappiness with the organization culture among others. R. S. , & Som, A. P. M. , Nyberg, A. J.